Example risk check list (based on a Risk Breakdown Structure)

Could this risk

affect our project?
RBS LEVEL 0 RBS LEVEL 1 RBS LEVEL 2 EXAMPLE RISKS Yes
No
Dont know
Not applicable
1.1 Scope definition Scope changes may arise during project.
0. PROJECT RISK
Redundant scope may be discovered.
1.2 Requirements Client may introduce significant change during project (positive or negative).
definition Internal inconsistencies may exist within requirements.
Key requirements may be missing from formal requirement specification.
1.3 Estimates, Basis of estimating may be wrong.
assumptions and Planning assumptions may be invalidated during project.
constraints
Imposed constraints may be relieved or removed.
1.4 Technical processes Standard processes may not meet requirements of specific solution.
New processes may be required.
Processes may be improved and made more effective.
1.5 Technology New technology may be developed during project lifetime.
Technology changes may invalidate design.
1.6 Technical interfaces Unexpected interactions may occur at key interfaces.
1. TECHNICAL RISK Data inconsistencies across interfaces may require rework.
Key interfaces may be reduced.
1.7 Design It may prove impossible to meet some requirements within design limitations.
Reuse of existing design elements may be possible.
1.8 Performance Final solution may not meet performance requirements.
Some performance requirements may be mutually exclusive.
1.9 Reliability & Target reliability criteria may be unattainable with chosen solution.
maintainability The use of innovative technology may improve reliability.
Maintainability requirements may impose unacceptable design constraints.
1.10 Safety ALARP solution may impose additional cost.
Changes in safety regulations may require significant redesign.
1.11 Security Security implications may be overlooked during design.
Government regulations may change during project.
1.12 Test & acceptance Test protocols may reveal significant design error requiring rework.
Client may withhold final acceptance for reasons outside contract.

David Hillson and Peter Simon - 2007.

 Could this risk
affect our project?
RBS LEVEL 0 RBS LEVEL 1 RBS LEVEL 2 EXAMPLE RISKS Yes
No
Dont know
Not applicable
2.1 Project management Project management systems may not be adequate to support project
requirements.
Poor decision-making may result in inappropriate task allocation.
Adoption of best practice risk process may improve project performance.
2.2 Programme/portfolio Project may be given inappropriate priority within the programme.
management Other projects may divert key resources.
Other projects may be cancelled and release resources.
2.3 Operations Design may expose weaknesses in existing products or processes.
management Business-as-usual demands may reduce project funding or contingency.
2.4 Organisation Reorganisation may impact project organisation (negatively or positively).
Changes in corporate structure may affect project (negatively or positively).
2.5 Resourcing Key resources may be unavailable when required.
Specific skills may not be available when required.
It may be possible to recruit existing subcontract staff permanently.
2. MANAGEMENT RISK
2.6 Communication The clients requirement may be misunderstood.
Project reporting needs may change during project.
Key stakeholder interests may change (positively or negatively).
2.7 Information Client may fail to provide required information on time.
Client-supplied information may be inadequate to support project.
2.8 HS&E Health & safety legislation may change during the project.
An accident or incident may occur delaying the project.
2.9 Quality The number of defects found during integration may not match expectations
(higher or lower).
Quality circles may result in significant effort reduction.
Effective quality management may reduce rework.
2.10 Reputation Corporate reputation incident may damage support for the project.
Senior management may lose confidence in project team.
Improved reputation may increase availability of funds and resources.
3.1 Contractual terms & Client standard terms may prove unacceptably onerous.
3. COMMERCIAL RISK conditions Contractual terms may contain internal inconsistencies.
Harmonised client/subcontractor terms may reduce risk exposure.

David Hillson and Peter Simon - 2007.

 Could this risk
affect our project?
RBS LEVEL 0 RBS LEVEL 1 RBS LEVEL 2 EXAMPLE RISKS Yes
No
Dont know
Not applicable
3.2 Internal procurement Other departments may not deliver as expected.
Required skills may not be available from other departments.
Internal support may increase as the project progresses.
3.3 Suppliers & vendors A key supplier may go out of business.
Mergers between suppliers may erode competitiveness.
Vendors may be able to deliver ahead of schedule.
3.4 Subcontracts Key subcontractors may refuse to work together.
Subcontract staff may take industrial action (strike).
Partnering with selected subcontractors may improve working relationships.
3.5 Client/customer Client may change business focus and withdraw support for project.
stability Changes in client personnel may require additional project management
effort.
Client may be bought out or merge with a more supportive company.
3.6 Partnerships & joint Our partner may have competing commercial interests.
ventures The joint venture may break up.
4.1 Legislation Changes in legislation may impose changes in the solution (positive or
4. EXTERNAL RISK negative).
Legal requirements may add unforeseen design requirements.
4.2 Exchange rates Exchange rates may change during the project (favourably or unfavourably).
Key suppliers may invoice in foreign currency.
4.3 Site/facilities Site access may prove more difficult than expected.
Required facilities may not be available on site.
New transport arrangements may ease project logistics.
4.4 Environmental/ Weather may be unseasonable (better or worse than expected).
weather Unexpected environmental conditions may affect progress (positively or
negatively).
4.5 Competition A key competitor may launch a competing product and invalidate the project.
Key staff may be poached by competitors.
Key competitor may withdraw from the market.
4.6 Regulatory Regulatory requirements may impose unexpected design constraints.
Significant changes in regulation may occur during the project (positive or
negative).

David Hillson and Peter Simon - 2007.

 Could this risk
affect our project?
RBS LEVEL 0 RBS LEVEL 1 RBS LEVEL 2 EXAMPLE RISKS Yes
No
Dont know
Not applicable
4.7 Political Political factors may influence senior management support for the project.
A change in government may result in changed priorities or legislation
(positively or negatively).
4.8 Country Local resources may lack the required skills.
Currency instability may undermine the business case for the project.
Local government interest in the project may change (positively or negatively).
4.9 Social/demographic Changing social imperatives may impose additional requirements.
Public perception of the project may change (positively or negatively).
4.10 Pressure groups Extremists may disrupt project progress.
Lobby groups may promote the cause of the project.
4.11 Force majeure Force majeure event may occur, disrupting the project.
Occurrence of force majeure may create an opportunity to address underlying
issues.

David Hillson and Peter Simon - 2007.